1.
Kristian Peralta | Macki Cosgayon
Thea Obamos | Gigi Alba

2.
Functions of Human Resource Management
1. Job Organization and Acquisition
2. Human Resource Retention
3. Development of Human Resources
4. Separation

3.
Objectives
By the end of this session, participants should
be able to:
 Define training, learn its goals and
objectives, and explain its significance to the
organization
 Identify and explain the 4-stage Training
Cycle

4.
Objectives
 Give examples of training strategies that
organizations use for human resource
development
 Define career planning, learn its goals and
objectives, and explain its significance to the
organization
 Enumerate the 4 steps in the career planning
process and explain the strategies used

5.
Objectives
 Define employee engagement and explain its
significance to human resource development
 Give examples on how to generate
employee engagement in the organization

6.
Training

7.
Training & Development Definition
Training – an organization’s planned effort to
facilitate employees’ learning of job-related
competencies
Development – formal education, job
experiences, relationships, and assessments of
personality and abilities that help employees
prepare for the future.

8.
Objective of Training
To help the organization achieve its mission and
goals by improving individual and, ultimately,
organizational performance

9.
Significance of Training
 Maintains qualified products and/or services
 Achieves high service standards
 Provides information for new comers
 Refreshes memory of old employees
 Achieves learning about new things;
technology, products/service delivery

10.
Significance of Training
 Reduces mistakes – minimizing costs
 Opportunity for staff to give
feedback/suggest improvements
 Improves communication & relationships –
better teamwork

11.
Benefits of Training
Improved
employee
morale
Less
supervision
Fewer
accidents
Chances of
promotion
Increased
productivity

12.
Basic Grounds for Training
1. New Hire Training
2. Retraining
3. Technology Training
4. Uptraining

13.
Training Methods
1. On-the-job Training
2. Off-the-job Training

14.
The Training Cycle
Identify
learning need
Design
training
Deliver
training
Evaluate
training

15.
Management Development
 Mentorship
 Leadership Training
 Executive Education

16.
Career Planning

17.
Career Planning
Career - the series of work-related positions a
person occupies throughout life
Career planning - establishing a plan that
indicates an individual’s path in his career, in
consideration of his skill sets, interests, and
future goals

18.
Significance of Career Planning
 Goal-driven productivity
 Personal and organizational growth
 Succession planning
 Position alignment with skills and interests
 Financial advantages of in-house experts

19.
Objective of Career Planning
Develop employee career plans that take into
account their skills, interests, expertise, and
preferences, matching them with specific steps
and actions for development and growth, in
alignment with a company’s organizational
goals

20.
Career Planning
 Organization-centered career planning
 Individual-centered career planning

21.
Career Planning: Organizational & Individual
Organizational Individual
Note changes in interests & goals
as career and life stage change
Assess alternative paths inside &
outside the org
Plan life & work goals
Identify personal abilities &
interests
Develop & audit a career system
for the org
Assess individual potential &
training needs
Plan career ladders
Identify future organizational
staffing needs

22.
4-Step Career Planning Process
Self
Assessment
Exploration
& Research
Gaining
Experience
&
Credentials
Implementing
Career
Strategy

23.
Strategies in Career Planning
 Aptitude and personality testing
 Income graphing
 Job rotations
 Internal hiring
 Lateral and vertical transfers
 Work-life balance

24.
Employee Engagement

25.
Team Building Activity

26.
Campbell’s Soup CEO Doug Conant
“To win in the marketplace you must first win in
the workplace.”

27.
Definition
Employee engagement - the emotional
commitment the employee has to the
organization and its goals

28.
Employee Engagement
Engaged
employees
Higher service,
quality, &
productivity
Higher
customer
satisfaction
Increased
sales
Higher
levels of
profit

29.
Employee Engagement Drivers
Employee
perceptions of
job importance
Employee clarity
of job
expectations
Career
advancement
opportunities
Regular
feedback and
dialogue with
superiors
Quality of
working
relationships
with coworkers
Perceptions of
the values of the
organization
Effective internal
employee
communications

30.
Characteristics of an Engaged Employee
Highly
productive
Involved
Takes ownership
Committed
Empowered

31.
Engaging Employees
 Planning
 Survey
 Flexibility
 Trust
 Compensation
 Games
 Recreation

32.
How 3 Organizations Ensure
Human Resource Development through
Training, Career Planning, and Employee
Engagement

33.
 Directly hires employees except utility staff
 Conducts employee orientation after
contract signing
 New hire classroom/exposure training for 7
days, 1 month buddy system (shadowing)
 Contractual employees for 5 months,
performance evaluation for regularization
before 6th month

34.
 Bi-annual performance appraisals
 Medical, dental, and cooperative benefits
upon regularization
 Basic salary with incentives and bonuses
 Training for newly-rolled out polices and
processes, constant training for customer
care
 Training for leadership, communication,
decision-making, team building

35.
 Lateral and vertical job movements
 Loyalty awards with rewards for year
5/10/15/20…

36.
 Directly hires employees except utility staff
 Conducts employee orientation after
contract signing
 New hire classroom training for at least 3
weeks (depending on client requirements),
at least 2 weeks of nesting
 6-month probationary period, quarterly
performance appraisals with yearly
performance-based salary increase

37.
 Lifestyle benefits: Teletech passport
(discount card), game rooms, concerts,
award nights, family day, summer outing,
team building activities, etc.
 Internal lateral and vertical job movements
with opportunities for interim positions,
leadership and management trainings
 Basic salary, allowances, and performance-
based incentives, commissions, bonuses,
Teletech Dollars and Teletech Store

38.
 Employee referral programs
 Teletech University
 Technology based systems for
transparency: Intranet system, Kronos for
schedule and pay monitoring, Sick Hotline
for calling in sick, IT portal for technology-
related issues, etc.
 Partnership with Cornell University for
online courses

39.
 1-month new hire training and orientation
at Training Center, branch immersion
 1-2 days for existing employee seminars
(branch, region, hub)
 Technical training (branch, region, hub)
 1-month training for Customer Service
Representative (CSR) to New Accounts
Clerk (NAC)
 2-week training for CSR to Loans

40.
 1-week training for lateral operations
transfers
 1-month New Systems Training (Training
Center), 1-week immersion, 1-month
rotation among departments and/or
branches
 4-month training for Branch Operations
Officers at the Training Center

41.
 6-month Managerial Training at the Training
Center
 Think Big Program - little ideas that can
create a huge impact by economies of scale
 Other Orientations and Seminars
 Quarterly bonuses, performance-based
salary increase, bonuses for year 5/10/15,
bonus for passing board or bar exams

42.
 Medical, dental, and optical benefits
 Outings, anniversary and holiday parties

43.
Sir Ken Robinson
“You cannot predict the outcome of human
development. All you can do is - like a farmer -
create the conditions under which it will begin
to flourish.”

44.
References
 Anthony W.P., Kacmar, K.M., Perrewé, P.L. (2002) Human resource management: a strategic
approach, 4th ed. Fort Worth : Harcourt College Publishers.HF5549 .A866 2002
 Crim, Dan and Gerard H. Seijts (2006). "What Engages Employees the Most or, The Ten C’s of
Employee Engagement". Ivey Business Journal. Retrieved 2013-01-24.
 Employee Commitment Remains Unchanged..... Watson Wyatt Worldwide. 2002. Retrieved
2006-11-07.
 Engage Employees and Boost Performance. Hay Group. 2002. Archived from the original on
2006-11-23. Retrieved 2006-11-09
 Fresno State University Website
(http://www.fresnostate.edu/studentaffairs/careers/alumni/planning/)
 Goldstein, I. L., Ford J.K. (2002) Training in organizations: needs assessment, development,
and evaluation, 4th ed. Belmont, CA . HF5549.5.T7 G543 2002
 Greer, C.R. (1995) Strategy and human resources – a general managerial perspective,
Prentice Hall.
 Hamilton, Chris Top Ten Ideas for Employee Engagement
http://smallbusiness.chron.com/top-ten-ideas-employee-engagement-31543.html
 Hulme, Virginia A. (March 2006). "What Distinguishes the Best from the Rest". China
Business Review.
 Kruse, Kevin Forbes Website http://www.forbes.com/sites/kevinkruse/2012/06/22/employee-
engagement-what-and-why/
 Mathis, R. Human Resource Management 13th Edition

45.
References
 MSG Experts (2013). Management Study Guide. Retrieved January 26, 2015, from Employee
Training: http://www.managementstudyguide.com/employee-training.htm
 Noe, R. A. (2008). Employee Training & Development, 4th ed., New York: McGraw-Hill Irwin.
 Riley, Michael, (1996) Human resource management in the hospitality and tourism industry,
2nd ed. Oxford ; Boston : Butterworth-Heinemann. TX911.3.P4 R55 1996
 Ryan, Richard M. and Edward L. Deci (January 2000). "Self-Determination Theory and
Facilitation of Intrinsic Motivation, Social Development, and Well-Being". American
Psychologist Association 55: 68–78. doi:10.1037/0003-066x.55.1.68. Archived from the original
on 2006-12-12. Retrieved 2006-11-06.
 State Government of Victoria Website (http://careers.vic.gov.au/exploration/a-fair-workplace)
 United State General Accounting Office. (2004). Human Capital: A Guide for Assessing Strategic
Training and Development Efforts in the Federal Government. GAO-04-546G.